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Recommendation

VIEWS: 93 PAGES: 9

									                      Summary of Actions taken by the WorldAgroforestry Centre to the 3rd EPMR in 2006


Recommendations                                                               WorldAgroforestry Response


Strategies                                      Centre Response in 2006: ICRAF’s Board and management fully agree. We are
                                                cognizant of the need for investment in emerging sciences as part of our research
1. The Panel recommends that ICRAF              portfolio, and acknowledge the panel’s reference to a number of emerging research
consolidate its strategic research priorities   topics deserving more investment. The completion of our strategic planning framework
into a long term workable strategic plan that   in 2005 and its endorsement by the Board provides the opportunity to finalize a new
directs more effort towards a small number      strategic plan that sharpens the Centre’s priorities, priority-setting processes, the vetting
of relevant emerging research topics.           of initiatives, and the definition of a smaller number of emerging research issues for
                                                long-term impact. These processes will be further developed and reviewed on a regular
                                                basis. We will examine the balance between strategic, applied and adaptive research,
                                                and develop metrics for each. And we will be conducting further scenario analyses along
                                                the lines suggested by the panel to underpin these efforts. With this clearer focus, our
                                                prime task will be to harmonise it with the dynamic operational implementation realities
                                                and opportunities

                                                Action Taken since 2006:
                                                The new strategy received Board approval in April 2008; the Hans Gregerson mini-
                                                review of December 2007 endorsed the directions taken in the new strategy. We now
                                                await additional comments from the Science Council before publication and distribution
                                                of the strategy.

                                                Progress achieved: Completed

2. The Panel recommends that an                 Centre Response in 2006: The Board and management fully agree. We recognize the
analysis be undertaken of the likely impacts    importance of defining the Centre’s role as a partner in large development-oriented
of involvement in large development             projects, and will exercise greater care in defining and articulating the linkages between
Recommendations                                                           WorldAgroforestry Response

projects, including the Millennium Villages   development-support and our strategic research. Our participation in development
Projects, on ICRAF’s overall balance          projects generates international public goods. The guiding principle is that ICRAF does
between research and development, staff       research for development, not development itself. We will develop a new policy
commitments and administrative costs; it is   guideline and practical implementation plan for ICRAF’s future involvement with
also important to ensure that projects with   development partners. We will review our involvement in the Millennium Research
restricted funds be aligned with ICRAF’s      Villages Project to examine scientific and financial risks. We recognize, however, that
strategic research goals                      the project has the potential to develop a major new methodological approach for
                                              achieving the Millennium Development Goals. This approach involves elucidating a
                                              framework for integrated rural development in Africa based on the CGIAR’s platform of
                                              INRM.

                                              Action Taken since 2006:
                                              The Gregerson review of 2007 endorsed the Centre’s new modalities of science
                                              involvement with development projects, and noted that the Centre’s approach could be a
                                              model for the CGIAR system in this area. The Centre’s involvement with the
                                              Millennium Villages Project has been modest and has deployed the new modalities that
                                              are being used as the basis for all such engagements.

                                              Implementation of Centre science through development projects will continue to be
                                              reviewed regularly through the Centre’s Science Quality Group and the Board review
                                              processes, including future CCERs.

                                              Progress achieved: Completed

Regions and Systemwide programs           Centre Response in 2006: ICRAF accepts the need to focus its regional efforts to
                                          ensure strategic research impacts. The Board has already initiated a number of steps in
3. The Panel recommends that ICRAF this direction, and has approved a decision to integrate our Sahelian and African Humid
merges its South Asia and South East Asia Tropics Regional Programmes into a West and Central Africa Regional Programme. The
Recommendations                                                             WorldAgroforestry Response

programs into an Asia Region, with liaison     Programmes Office will examine further ways to balance the need to meet our mandate
units posted in India and China with clearly   in diverse environments with considerations of operational efficiency. The Centre will
stated roles                                   engage in a thorough analysis to determine the full implications of the Panel’s
                                               recommendation to consolidate work in the two Asian regions, taking into consideration
                                               other viable options, as well as the views of our partners at the national and subregional
                                               levels in South and Southeast Asia.

                                               Action Taken since 2006:
                                               Programmatic alignment between the two regions has been achieved through the
                                               Strategic Plan by early 2008, and formal inter-regional planning processes have now
                                               been established. Of even greater importance to the Centre is the possibility for
                                               programmatic and administrative alignment in these regions with CIFOR; a joint CCER
                                               with CIFOR has been commissioned on this topic by the two Boards for implementation
                                               in 2008.

                                               Progress achieved: Completed

4. The Panel recommends that ICRAF             Centre Response in 2006: Latin America in April 2005. Three options were reviewed
ceases to maintain Latin America as a          in depth at the Board of Trustees meeting in January 2006, including the solution
Region but instead retains a liaison unit      indicated by the Panel. The panel’s recommendation is the favored option, to be
there, associated with the Amazon Initiative   implemented through the process of establishing the business plan of the forthcoming
                                               Amazon Initiative Ecoregional Program. Decisions on this issue will be finalized
                                               after necessary consultations with AI partners

                                               Action Taken since 2006:
                                               Completed 2007 with the alignment of all World Agroforestry Centre work in Latin
                                               America under the auspices of the Amazon Initiative.
Recommendations                                                             WorldAgroforestry Response

                                                Progress achieved: Completed

5. The Panel recommends that ICRAF              Centre Response in 2006: We agree. ICRAF and ASB partners look forward to
maintains its role in ASB. The Panel concurst   working closely with the CGIAR secretariat, the Science Council, and other partners to s
hat the capacity developed in ASB should        ecure necessary funding to sustain and strengthen this valuable global platform.
be sustained and strengthened to maintain agl
obal platform in which ICRAF’s innovative       Action Taken since 2006:
research can be validated and implemented       Completed in 2007; a new ASB Coordinator was appointed, a new strategic direction for
                                                the Programme was approved by the Global Steering Group (GSG), the
                                                World Agroforestry Centre DG was elected as Chair of the Global Steering Group. ASB
                                                was also recommended to continue as SWEP. It will work closely with CIFOR on the
                                                successful development of the REDD agenda for the tropical forest margins.

                                                Progress achieved: Completed

6. The Panel recommends that The CGIAR          Centre Response in 2006: We agree. AHI is both a CGIAR Systemwide Programme
commission an external review of the AHI        and a network of ASARECA. We support the commissioning of an external review of
Systemwide Program to seek answers              AHI that could be implemented as a review jointly-commissioned by the CGIAR and
to the questions raised by the Panel and        ASARECA. We will consult with ASARECA on this. The Executive Secretary of
make recommendations on the future role of      ASARECA is a member of the ICRAF Board. We will initiate discussions with donors
ICRAF in the AHI                                and other stakeholders on the issue. We recognize that AHI can do more to articulate its
                                                role in the development of IPGs, and to illustrate how these methods have led to impact
                                                in benchmark sites. An internal impact assessment of AHI is already scheduled for
                                                2006, and will complement the external review.

                                                Action Taken since 2006:
                                                Correspondence with the Secretariat and Science Council indicated a formal CGIAR
                                                review was ill-timed given withdrawal of support of SWEP funding and CGIAR
Recommendations                                                            WorldAgroforestry Response

                                                reforms. AHI programme elements of ICRAF has since been merged with the East
                                                Africa Regional programme to build on existing strengths and synergies.
                                                Progress achieved: Completed

Governance and Management                       Centre Response in 2006: ICRAF’s policy manual has explicit and detailed processes
                                                for pursuing disciplinary measures, and these will be further clarified where any
7. The Panel recommends that ICRAF              ambiguities exist. The Board and management will continue to vigorously implement
Board and management strictly enforce their     these policies. The Centre will move to ensure that when such cases come to our
“zero‐tolerance” approach to staff and          attention they will be resolved as soon as possible and within a maximum of three
service providers who transgress the rules      months whenever possible. We recognize that we have not shared our decisive action in
and procedures governing the use of the         some cases with all staff and this will be remedied in future. The Internal Audit Unit
Center’s resources, taking prompt, decisive a   has a strong mandate to guide and manage this aspect of our personnel policy. Where
nd unambiguous action when malfeasance ha       there is credible evidence of malfeasance staff members will be immediately suspended
s been established; the results should be com   during investigation of the case.
municated (with appropriate safeguards) to al
l Center staff and other parties affected.      Action Taken since 2006:
                                                Completed in 2006. New Code of Conduct and whistle-blowing policies were adopted
                                                and communicated to all staff. The Centre’s zero tolerance approach
                                                has continued to be applied, but with faster application in all cases arising.

                                                Progress achieved: Completed

8. The Panel recommends that major              Centre Response in 2006: We welcome this recommendation. ICRAF has made
risk factors be discussed thoroughly at the     significant progress in developing its risk management system, and is further
BoT level and risk management becomes a st      strengthening it under the guidance of the CGIAR Internal Audit and the Centre’s
anding agenda item for each session of the      Internal Audit Unit. Risk management has become and will continue to be a regular
full BoT                                        agenda item at every Board meeting.
Recommendations                                                             WorldAgroforestry Response

                                                Action Taken since 2006:
                                                Completed in 2006; Board responsibility for risk management signed annually by the
                                                full Board, reports by management are discussed in detail by the Audit Committee and
                                                reviewed by the full Board at every meeting.

                                                Progress achieved: Completed

9. The Panel recommends that a review          Centre Response in 2006: We accept this recommendation, and will commission such
by the CGIAR audit unit of ICRAF               a review by the CGIAR Internal Audit Unit.
management’s BoT secretariat policies and
management’s procedures including, but not     Action Taken since 2006:
limited to, the production and dissemination  Completed in 2006. The recommendations were adopted by the Board in 2007.
of documents for all board meetings, to
provide a foundation for the most expeditious Progress achieved: Completed
possible improvement programme.

10. The Panel recommends that ICRAF             Centre Response in 2006: We fully support this recommendation. The SLT has
engage the services of an independent,          already embarked on such a process. This will now be extended to the top three levels
appropriately qualified and experienced         of senior management. We believe that the inputs of a management consultant will
management consultant to work with the          provide valuable support to ICRAF to clarify the respective roles and responsibilities of
three most senior levels of management to       all management personnel.
clarify and strengthen their respective roles
and responsibilities, and to establish           Action Taken since 2006:
appropriate managerial processes                Coaching programme was implemented throughout 2006 and completed in 2007. A new
                                                senior leadership team has been instituted in 2008. The final report of the executive
                                                coach is discussed below.

                                                Progress achieved: Completed.
Recommendations                                                               WorldAgroforestry Response


11. The Panel recommends that ICRAF
 urgently recruits a qualified and experienced    Centre Response in 2006: We agree that this is important and urgent. Our recent
 professional Human Resources manager,            experiment to manage our complex human resources with a nationally-recruited
whose training and experience cover the           professional did not produce the desired result. We are currently recruiting a fully-
entire spectrum of HR services, including         qualified and experienced HR manager to provide vigorous, innovative leadership
staff management, staff development, but          across the full range of HR services.
also compensation and benefits.
                                                  Action Taken since 2006:
                                                  New HR Manager was appointed in 2007. HR policies and practices are being aligned
                                                  with ILRI. Discussions are in progress with ILRI for their new HR Director to lead in
                                                  developing the joint higher-order HR strategic issues between the two Centres.

                                                  Progress achieved: Completed

12. The Panel recommends that ICRAF               Centre Response in 2006: The response to this recommendation will be addressed
appoints a suitably qualified and experienced     jointly with the response to recommendation 15.
 Chief Operations Officer (at the level of
ADG‐Operations) with overall responsibility       Action Taken since 2006:
for Financial Services, Human Resources,          Completed in 2007; a new Director of Finance and Operations was appointed to SLT in
Operations, a Joint Services Unit to be           2007; HR oversight is with the DDG; Joint Services alignment with ILRI has been
established with ILRI and all other               proceeding smoothly since 2006.
administrative services.
                                                  Progress achieved: Completed

13. The Panel recommends that the                 Centre Response in 2006: We agree with the intent of this recommendation to focus
Office of Strategic Initiatives be repositioned   the Office’s role principally on strategic resource mobilization and external relations,
 as a unit reporting directly to the DG and       including our partnerships and alliances. This office also spearheads our linkages with
Recommendations                                                             WorldAgroforestry Response

assisting the Office of the DG principally in   international policy, science dialogues and our strategic planning processes. The Board
resource mobilization and external relations.   and management will fully reflect on the ways that these functions can be further
                                                strengthened, within the context of any eventual structural changes. The Director of
                                                Strategic Initiatives is a position with leadership responsibilities that the Board has
                                                endorsed at the SLT level. The position already reports directly to the DG and will
                                                continue to do so, while sustaining strong connections to the global themes and regional
                                                programmes.

                                                Action Taken since 2006:
                                                Completed in 2007.

                                                Progress achieved: Completed


14. The Panel recommends that a Joint           Centre Response in 2006: We agree, and are currently pursuing the establishment of a
ICRAF‐ILRI Corporate Services Unit be           joint services platform with ILRI in the context of the Eastern and Southern Africa MTP
established as soon as possible, including      process. Naturally, the composition of any joint ICRAF/ILRI Services Unit is a matter
IT, Research Support and Communications         that will require sustained discussion and agreement with ILRI. The IT Unit is already a
                                                joint resource of the two Centres. Research Support is currently in advanced stages of
                                                implementation as a joint resource. The possibility of managing Communications and
                                                other corporate and research services in this way will also be considered.

                                                Action Taken since 2006:
                                                Completed for the joint IT Unit in 2007; completed for the Research Methods Group in
                                                2007; a new Communications Director was recruited in 2007, and use of the CGIAR
                                                Media Unit at ILRI has recommenced.

                                                Progress achieved: Completed
Recommendations                                                            WorldAgroforestry Response


15. The Panel recommends that ICRAF            Centre Response in 2006: This response relates to both recommendations 12 and 15.
moves to the following revised organizationa   We understand and agree with the broad intent of these recommendations to further
lstructure and staffs it appropriately.        clarify roles, improve corporate services, consolidate units, and strengthen the cohesion
                                               of cross-unit linkages. The Board and management will fully analyze the advantages and
                                               disadvantages of the proposed structure and modifications or other alternatives that may
                                               meet the intent of this recommendation. We believe that final organizational changes
                                               should be derived from the informed knowledge and insights that Board and
                                               management obtain from these analyses.

                                               Action Taken since 2006:
                                               Completed 2006, and has been further refined with the installation of the new SLT in
                                               2008. The Board reviewed and approved each stage of the restructuring processes in
                                               2006, 2007 and 2008.

                                               Progress achieved: Completed.

								
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